Physiological cognitive and affective responses to stress can be changed based on the situation-specific evaluation by altering the mindset
The stress‐related problems may negatively affect the organizational goals.
Nature of stress
Recently, several stress-related problems have surfaced in organizations and they are widely discussed and scrutinized. Many new approaches were investigated to help and manage work-related stress. They have also made conceptual psychotherapy and analysis of two terms called stress and its coping, understanding its etymology, ordinary application of theoretical contingencies, to develop paradigmatic cases. Basically, stress is emotional, mental, and physical tension and strain.
It pertains to the stress nature explained by a contemporaneous theory to explore their measurement implications. It does not end with any sort of physiological direct measure of stress, only simply physiological deduced observations by which man correctly perceives and controlled, and other psychological causes of the action connect. The stress measurement must focus on the person’s psychological condition, as related to their environment perception and emotional reaction like mood to it. There is an issue of fairness and reliability that emphasizes the relation to every measure, not simply subjective.
If stress can be expressed in the emotional framework, it will appear to be entirely difficult and complicated to describe because of the non-accessibility of exact and pure explanation of emotions. Whereas, emotions specify subjective feelings of any person and his moods, and explains an intricate physical change in various psychological situations that affect the individual behavior and thoughts. Hence, embarrassment, anger, depression, anxiety are the consequences of emotional stress. Also, anxiety is the worst form of emotion to causes several noncurable disorders and problems in the activities of a person. Emotions hold an extreme capacity to alter human actions, behavior, and thoughts, which can lead to a precarious situation, wherein the person is unable to perform normally or compose proper decisions. Psychologists and scholars have grouped these concepts of emotions into various categories: Neurological, physiological, and cognitive. Neurological indicates the instant reaction received from the brain reacting to emotions. The emotional, physiological theory refers to the response and signal received from the body. A cognitive theory illustrates the functions of the brain and thoughts in the form of emotions.
The strategies consistently applied to enhance self-reported anxiety and stress levels like hypnosis, relaxation techniques, mindfulness, and so on seem to be the coping process in many ED health care professionals and clinicians. Whenever possible, removing the stressor and reducing exposure is essentially a process. Pre-exposure or foremost involvement is always beneficial and mostly related to long-term advantages when compared to the involvement targeting post-management exposures. But, the preliminary interventions are more expensive to put into practice with advantages, and they are not apparent always and immediately. The studies conducted indicate the reduction and improved exposure, involving certain stages of organizational rework and redesign, like staffing concerns and roster redesign. The roster redesign without escalating the staff numbers considerably can improve fatigue levels as well as the quantity of shift breaks undertaken and, provided there was no improvement on the roster staff numbers. This kind of approach probably costing a neutral format of the organizational redesign. Moreover, roster designs are conducive to reduce clinician fatigue and recommend developing flow-on effects, improving the safety of patients showing the advantages to clinicians apparent in the short-term work. Therefore, when there were comparatively fewer studies removing the stressor by reducing exposure, these strategies seem to offer a successful approach for the well-being of supporting staff. With improvements in coping within employees are inclined to be the major foci in the literature of occupational stress administration. The coping method was mentioned in several reviews varied; starting from team development exercises to generating confidence in understanding and managing WPV. All such studies of coping provided positive outcomes. Otherwise, to the larger literature sources, where debriefing and counseling are normally provided with strategies to help employees cope with problems, no studies were conducted to be used as a stress administration’s approach. Many different published works of literature discussed the counseling and debriefing-type strategies within such EDs, but, they were further than the inclusion criteria within any process. The studies have been normally non-interventional, more research is needed to generate the counseling and debriefing effective strategies in order to reduce staff stress and improve coping in the ED context.
Definitions of Work Stress and Stress
The term stress has been defined by several scholars. Specifically, one definition was provided by Fletcher to explain that it is a “constant process to involve an individual in a transaction with the environment, making an appraisal of the available situation, they are located in, and thereafter, endeavor to deal with any issue that may occur. Therefore, stress indicates a condition when a person remains under pressure, while he does not have enough capacity to deal with it. Stress further specifies a completely negative response both, for the organization and individual by discouragement the original position to attain the goal. Even though they cause problems for the health and well-being of employees, stress further affects the reputation of the organization, resulting in suppressing productivity. The negative features of stress can result in an unwillingness of employees to work, job dissatisfaction and reduced productivity level and turnover, inclination in reduced quality of work, which results in several demerits for the company.
The stress in any organizational backdrop is based on emotional intelligence and job insecurity, whereas, stress mediates the workplace stressors' impact on employees and the outcome of organizational performance. The key moderating variable is emotional intelligence, while its components are incorporated into the stress coping and appraisal process. There is also a need and to understand the theoretical implications and developments of behavioral and emotional responses of employees and employers to the workplace.
The interventions in stress management either reduce occupational stressors to improve coping and they are often reported to be very effective. However, this ‘effectiveness’ is always based on the measures of self-reporting and/or the results being measured. Mostly, the literature published, converges on the overall success evaluation and implication of interventions, mostly using a restricted discussion of the component evaluation or the interventions make-up. The absence of correct understanding concerning the efficacy and the component interactions with different variables make them complicated to establish which specific components played a role in the achievement of the intervention and therefore, may result in the intervention transferability to other sites in the larger community.
It was revealed that when stress acts as a threat, it challenges stress evaluations. The stress enhances the mindset, produces a sharp rise in anabolic hormone growth compared to a debilitating stress mindset. Moreover, when the stress becomes a challenge, the stress enhances the mindset functioning to develop a sharp increase in positive effects, produces heightened attention level, acting to spur stimuli, and creates more cognitive flexibility, but when stress debilitates mindset, it produces worse affective and cognitive results.
Many scholars studied the subject and informed that at the workplace, employees normally become the victims of stress; while employees, as well as employers, get affected by such phenomenon. The reasons for employees can be, for instance, early retirement, illness, being unmotivated, burnout, and so on, while for the employers, these things remain stressful by conflicts, reduction in turnover, losing of staffs, dissatisfaction of clients, economic hazards, resulting in major changes in realistic expectations and the ultimate outcomes.
This content is accurate and true to the best of the author’s knowledge and is not meant to substitute for formal and individualized advice from a qualified professional.
© 2021 Shyam Gokarn